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Establishing a service design practice in large organisations

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In this keynote Marzia will share insights into how to build service design capability in large organisations. She will describe a diffusion model that encompasses four maturity stages. Through real client cases Marzia will picture each stage and describe how the organisation looks at each level.

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Establishing a service design practice in large organisations

  1. 1. 1 Liveworkstudio.com London Rotterdam Sao Paulo Livework Studio © 2019 Establishing a service design practice in large organisations Marzia Arico DOERS - Budapest 25 April 2019 Liveworkstudio.com London Rotterdam Sao Paulo Livework Studio © 2019
  2. 2. 2 The mindset Introduction
  3. 3. 3 Value of design “You can use an eraser on the drafting table or a sledgehammer on the construction site.” Frank Lloyd Wright
  4. 4. 4 Human centered Co-creative & collaborative Holistic, horizontally & vertically Experiment, prototype & iterate Transformative power How service design delivers business value Increase revenue Operational efficiency De-risking Embrace change . Financial performance Design-led businesses outperform their peers in the the stock market by more than 200% over 10 years. Innovate and change Design-led businesses that adopt change more quickly are twice as likely to launch new products, enter new markets, and capture new market share. Service design practices Business outcomes Top level business goals Value of design
  5. 5. 5 Value of design Research shows that design delivers tangible value to business. Specifically in staying ahead, driving financial performance, and influencing key business metrics. TheNewDesignFrontier,Invision,2018 TheBusinessValueofDesign,McKinseyQuarterly,Oct2018 TheDMIDesignValueScorecard,DMI,2013 Value of design
  6. 6. 6 Case study: Gjensidige Value of design ● 2 year change programme ● 7 year transformation ● 183 projects ● 4 pillars: Simplification, organisational culture, service experience and efficiency ● On the Norwegian Customer Satisfaction Barometer, the company jumped from number 77 in 2009 to number 11 in 2013 Call centre data, period 2011-1013. Touchpoint customer satisfaction vis-a-vis sales per call.
  7. 7. 7 The gradient wheel of service design development “Any fool can know. The point is to understand.” Albert Einstein
  8. 8. 8 Gradient of maturity
  9. 9. 9 Training Projects CapabilitiesGradient of maturity
  10. 10. 10 Continuous learning Service design development Sustainable Capabilities Project Project Project Training DOING LEARNING BAU Mechanisms TRANSLATE HOW FEEDBACK BUILDING
  11. 11. 11 Training Projects Capabilities Gradient of maturity Vision & Strategy Culture & Organisation Frameworks Measures & Insight Operational Delivery & Change building
  12. 12. 12 Training Projects Mission Vision Case for change Roadmap Planning integration Strategy CapabilitiesGradient of maturity Vision and strategy:
  13. 13. 13 Training Projects Capabilities Sponsors Accountability model Core Design Team Communication & Engagement HR Strategy Gradient of maturity Culture and organisation:
  14. 14. 14 Training Projects Capabilities Service Arch. CX/EX Principles Methods, tools, templates Current & target state blueprints Handbook Frameworks: Methods and tools reflect service design best practices. They are standardised and iterated as learnings are uncovered through use Gradient of maturity
  15. 15. 15 Training Projects Capabilities Quantitative Data Analysis Qualitative Research and Analysis CX Measurement Framework Continuous Insight Measures and insight: Gradient of maturity
  16. 16. 16 Training Projects Capabilities Change portfolio selection Operational excellence Change governance Continuous improvement Operational delivery and change: Gradient of maturity
  17. 17. 17 Training Projects Capabilities Gradient of maturity Project 1 Project 2 Project 3 Project 4 Project n doing
  18. 18. 18 Training Projects Capabilities Gradient of maturity Project 1 Project 2 Project 3 Project 4 Project n Open Training Train the trainers Open training Decision makers training Train the trainers Open training Decision makers training Train the trainers learning
  19. 19. 19 The organisation will look different as you move towards more mature service design practices Gradient of maturity People Designers: a variety of roles fall under the rubric of design, including design researchers, prototypers and content strategists Leaders: Design leadership includes mentors and dedicated owners of design at the senior level Employees: Staff across the organisation understand the role design plays Priorities Scope: Design is applied to all components (digital and non-digital) of the customer experience Measures: Quality of customer experience design is reflected in KPIs Values: Design is seen as a strategic differentiator for the organisation Process Strategy: Design is integral to shaping product and service strategy Research: Research is used to shape strategy and inform implementation Design: A formal design process is established for marketing, product and customer experience initiatives
  20. 20. 20 Some stories “Talent wins games, but teamwork and intelligence win championships.” Michael Jordan
  21. 21. 21 Case example: Adidas Full case: https://www.liveworkstudio.com/cases/ helping-a-sportswear-giant-become-cust omer-obsessed/
  22. 22. 22 Training Projects Capabilities Adidas Open Training Train the trainers Open training Decision makers training Train the trainers Open training Decision makers training Train the trainers Project 1 Project 2 Project 3 Project 4 Project n Change portfolio selection BAU Governance Change Governance Process Integration Quantitative Data Analysis Qualitative Research and Analysis CX Measurement Framework Continuous Insight BAU Dashboards Service Arch. CX/EX Principles Methods, tools, templates Current & target state blueprints Handbook Sponsors Accountability model Core Design Team Communication & Engagement HR Strategy Mission Vision Case for change Roadmap Planning integration Strategy
  23. 23. 23 Case example: Mustad Full case: https://www.liveworkstudio.com/cases/ getting-closer-to-the-customer-and-their- horses/
  24. 24. 24 Training Projects Capabilities Mustad Open Training Train the trainers Open training Decision makers training Train the trainers Open training Decision makers training Train the trainers Project 1 Project 2 Project 3 Project 4 Project n Change portfolio selection BAU Governance Change Governance Process Integration Quantitative Data Analysis Qualitative Research and Analysis CX Measurement Framework Continuous Insight BAU Dashboards Service Arch. CX/EX Principles Methods, tools, templates Current & target state blueprints Handbook Sponsors Accountability model Core Design Team Communication & Engagement HR Strategy Mission Vision Case for change Roadmap Planning integration Strategy
  25. 25. 25 Case example: Gjensidige Full case: https://www.liveworkstudio.com/cases/ extreme-customer-orientation/
  26. 26. 26 Training Projects Capabilities Gjensidige Open Training Train the trainers Open training Decision makers training Train the trainers Open training Decision makers training Train the trainers Project 1 Project 2 Project 3 Project 4 Project n Change portfolio selection BAU Governance Change Governance Process Integration Quantitative Data Analysis Qualitative Research and Analysis CX Measurement Framework Continuous Insight BAU Dashboards Service Arch. CX/EX Principles Methods, tools, templates Current & target state blueprints Handbook Sponsors Accountability model Core Design Team Communication & Engagement HR Strategy Mission Vision Case for change Roadmap Planning integration Strategy
  27. 27. 27 Thank you Contact Marzia Arico Head of Insight marzia@liveworkstudio.com For this presentation and more: liveworkstudio.com/collections/doers2019 @liveworkstudio@theliveworker Livework Studio

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